Preface
Vividly planted in my memory is the day I became a manager. I was to take responsibility for hiring, firing and the performance of people, some of whom I had recruited, others who used to work for my predecessor, and then some who were my mates and hadn’t got the promotion. I was also expected to be a salesman and win contracts, to give customer presentations, to represent my business unit at company conferences and to take responsibility for a significant budget. After a very brief honeymoon period I had it made very clear to me that my job was also to fix a range of problems, some of which were having a major impact on profitability.
Once the newness of the pay rise, the new company car and other trappings of management wore thin, I eventually ...
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